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Draft Feasibility Study Report Transmission Projects in Nepal

Volume 6

Monitoring and Evaluation

Prepared for: Millennium Challenge Corporation

1099 14th Street NW, Suite 700 Washington, DC 20005-3550

MCC-16-CL-0002

Prepared by: 1320 North Courthouse Road, Suite 600

Arlington, VA 22201 Tel 703.387.2100, Fax 703.243.0953

December 6, 201

Task 6 – Monitoring and Evaluation

Detailed Feasibility Studies: Transmission Projects in Nepal

MCC-15-BPA-0032, MCC-16-CL-0002

March 2017

Volume 6 (Report)

Detailed Feasibility Study: Nepal Priority Transmission Projects

Volume 6 Report Task 6: Monitoring and Evaluation

Prepared for: Millennium Challenge Corporation

1099 Fourteenth Street, NW Suite 700

Washington, DC 20005

MCC-15-BPA-0032, MCC-16-CL-0002

Prepared by: Tetra Tech ES, Inc.

1320 N. Courthouse Road, Suite 600 Arlington, VA 22201

March 2017

Consultants Team

David Keith BPA Program Manager Rakesh Kumar Goyal Project Manager

Rakesh Kumar Goyal Task Leader

Shahab Alam Team Member

Apoorv Nagpal Team Member

Ujjwal Bhattacharjee Team Member

Ritesh Kumar Singh Team Member

Wynne Cougill Editor

Contents

EXECUTIVE SUMMARY .................................................................................................................................. 2

1. INTRODUCTION ..................................................................................................................................... 3

2. REVIEW OF M&E FRAMEWORKS FOR TRANSMISSION PROJECTS IN NEPAL ........................................ 4

2.1 NEPAL ELECTRICITY AUTHORITY ................................................................................................ 4 2.2 WORLD BANK ...................................................................................................................... 6 2.3 ASIAN DEVELOPMENT BANK .................................................................................................... 6 2.4 MILLENNIUM CHALLENGE CORPORATION .................................................................................... 7

3. RECOMMENDATIONS FOR PERFORMANCE INDICATORS ..................................................................... 8

4. DATA COLLECTION .............................................................................................................................. 27

4.1 DATA FLOW ....................................................................................................................... 27 4.2 DATA COLLECTION ............................................................................................................... 29

5. MEASUREMENT AND REPORTING ...................................................................................................... 32

5.1 MEASUREMENT .................................................................................................................. 32 5.2 REPORTING........................................................................................................................ 33

6. RESOURCE REQUIREMENTS ................................................................................................................ 35

List of Tables Table 1. World Bank Indicators ............................................................................................................... 6 Table 2. Asian Development Bank .......................................................................................................... 7 Table 3. MCC: Common Indicators for Power ........................................................................................ 7 Table 4. Recommended Performance Indicators ................................................................................... 8 Table 5. Importance of Performance Indicators ................................................................................... 10 Table 6. Flow of Data for the Measurement of Performance Indicators ............................................. 27 Table 7. Report Generated through Performance Indicators ............................................................... 33 Table 8. M&E Budget ............................................................................................................................ 36

List of Figures Figure 1. M&E Framework Hierarchy...................................................................................................... 8 Figure 2. Data Collection Architecture during Compact Period. ........................................................... 29 Figure 3. Approach to Measure Post-Compact Indicators .................................................................... 31 Figure 4. Measurement of PIs ............................................................................................................... 32

Detailed Feasibility Studies: Nepal Priority Transmission Projects Volume 6: Monitoring and Evaluation

MCC-15-BPA-0032, MCC-16-CL-0002 March 2017

Page 1

Acronyms

ADB Asian Development Bank

GIS Gas-insulated switchgear or geographic information system

GOD Grid Operation Department of NEA

IEE Initial Environmental Examination

ITT Indicator tracking table

MCC Millennium Challenge Corporation

M&D Monitoring and evaluation

MIS Management information system

MVA Mega-volt ampere

NEA Nepal Electricity Authority

OMCN Office of Millennium Challenge/Nepal

PI Performance indicator

PMC Project Management Consultant

RTU Remote telemetry units

SAIDI System Average Interruption Duration Index

SAIFI Average interruption frequency per year

SCADA Supervisory control and data acquisition

WB World Bank



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Executive Summary

The Millennium Challenge Corporation’s (MCC) proposed power transmission project must be

implemented within a five-year timeframe and will cover about 600 km of 400 kV and 220 kV

transmission lines, and 14 associated substations. The project will include the first gas-insulated

switchgear (GIS) substation and first 400 kV transmission network in Nepal. It is anticipated that

MCC’s compact will produce a five-fold increase in cross-border electricity trade with India, increase

per capita electricity consumption, and accelerate economic and social development in Nepal.

An effective monitoring and evaluation (M&E) framework is needed to measure the compact’s

progress/process, outputs and outcomes in an objective fashion. To meet this requirement, we have

recommended 33 performance indicators (PIs): 18 process indicators, 7 output indicators, and 8

outcome indicators. Outcome indicators were developed primarily to measure the post-

implementation impacts of the transmission system. The recommended PIs are based on the M&E

framework used by Nepal Electricity Authority, Asian Development Bank, and World Bank for their

transmission projects, the guidance provided in MCC’s Common Power Indicators document, and

the discussions that have taken place with MCC, Office of Millennium Challenge/Nepal, and other

stakeholders.

The M&E framework provides details on the data needed to measure the 2 PIs, and how data will

flow to help calculate/determine the PIs. Efforts have been made to collect most of the data needed

from MCA office software and the SCADA (supervisory control and data acquisition) of the Load

Dispatch Center without human interference. However, some site-specific data will be collected

manually from project sites and will be entered into the management information system (MIS)

through a web-based window.

This report also provides details on measuring and reporting the 33 PIs. Monthly, quarterly, bi-

annual and annual reporting is recommended, depending on the frequency of the measurement of

the PIs. In addition, two full-time resources are recommended for the development and operation

of the suggested M&E framework. The total estimated cost, including the cost of these two

resources and development of specific MIS software, is USD 684,306.



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1. Introduction

Monitoring and evaluation (M&E) serves as a guide for project implementation and management by

supporting an understanding of the progress made towards the achievement of objectives and

results. It identifies the variance between targets and actual achievements during implementation.

Therefore, we sought to develop and recommend performance indicators (PIs) that can serve as a

basis for tracking the progress of activities (e.g., construction) and the achievement of results (e.g.,

decreased outages or increased availability of power) for this compact. The PIs were developed

based on the objectives of the compact, anticipated challenges in its implementation, and MCC’s

Power Common Indicators.

We have suggested a holistic and robust M&E framework for this MCC compact. It consists of

performance indicators, data flows for the determination of PIs, measurement of PIs, reporting of

PIs, and resources required for the implementation of this M&E framework. The performance

indicators recommended are measurable and reliable, and provide an accurate representation of the

project conditions and actions. Other considerations made for PI development were ease and

accuracy of measurability.

In developing the M&E framework, we have studied the existing M&E frameworks for the

transmission projects of the Nepal Electricity Authority’s (NEA), Asian Development Bank (ADB), and

World Bank, and the Common Power Indicators of MCC. Information was collected from these

sources through desk research and discussions with NEA, ADB, World Bank, Office of Millennium

Challenge/Nepal (OMCN), MCC and other stakeholders. While developing the performance

indicators, we also considered the compact’s objectives and the anticipated challenges and risks in

implementing this compact.

Section 2 of this report reviews the M&E framework used by NEA, ADB and World Bank for

transmission projects; it also provides an understanding of the MCC Common Power Indicators for

transmission projects. Section 3 provides details for the PIs recommended for this compact, Section

4 is describes the data collection efforts, Section 5 addresses measurement and reporting, and

Section 6 describes resource requirements.



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2. Review of M&E Frameworks for Transmission Projects in Nepal

Most transmission projects in Nepal are executed by NEA, ADB and the World Bank. Their M&E

frameworks, including performance indicators, data collection, measurement methodology and

reporting mechanisms are summarized in this section. They are analyzed here against the MCC

Common Power Indicators by: 1) process Indicators, to track the project’ implementation progress,

2) output indicators, to track whether or not the project is delivering the desired outputs, and 3)

outcome indicators, to track that whether or not the project is producing the desired impacts.

2.1 Nepal Electricity Authority

NEA’s monitoring and evaluation of the transmission sector is implemented by two entities within

the transmission directorate of NEA:

Grid Operation Department: collects data and prepares M&E reports on existing

transmission lines and substations

Monitoring and MIS Section under NEA’s Transmission Directorate: collects data and

prepares M&E reports on transmission lines and substations under various phases of

development/construction.

2.1.1 Grid Operation Department

The Grid Operation Department (GOD) produces the following “Energy Transaction Reports”:

1. Monthly Energy Report of Substations

2. Monthly Outage Report

3. Monthly Power Transformer Loading Report

4. Monthly Voltage Variation Report

5. Weekly Report on Loading Status, Tripping and Planned Outages.

Annex A provides samples of these reports for Ashadh 2073 (15 June to 15 July 2016). These reports

measure transmission system parameters such as loads, outages, voltages, and energy flows. Data

for the reports are collected manually (generally in hard copy and CDs) from log sheets and are

recorded in Excel files by the branches/divisions of GOD. Substation data are collected by GOD

branches/divisions.

GOD has only two staff members on its M&E team. One is responsible for collecting data from the

branches/divisions, while the other converts the data into Excel reports. The reports are circulated

to the Ministry of Energy and NEA’s Finance Department.



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2.1.2 Monitoring and MIS Section

One of the eight departments in NEA’s Transmission Directorate is devoted to M&E, reflecting the

importance the Authority places on monitoring. This department generates monthly, quarterly, and

annual reports. The monthly reports provide details on the activities carried out during the month

against the plan for each project. Annex B1 provides a sample of a typical monthly report for the

Kabele corridor 132 kV transmission line project.

The more detailed quarterly reports monitor the following parameters to determine: 1) the

percentage of expenses against the quarterly/annual budgets, 2) total expenses to date, 3)

the percentage of time elapsed, and 4) physical progress in percentages:

1. Program capital expenditures

2. Substation construction

3. Transportation

4. Other activities (consultancy services, social responsibilities, and rural electrification)

5. Environmental studies (terms of reference, initial environmental examination (IEE) draft, IEE

approval, etc.)

6. Availability of land/right of way compensation/agricultural crop compensation.

The status of these six parameters is determined by measuring several sub-parameters. A typical

sample quarterly report is contained in Annex C (also for the Kabele corridor), while a sample annual

report can be found in Annex D. The formats for the monthly and annual reports are the same, and

were developed by the National Planning Commission of Nepal for NEA’s Transmission Directorate.

In addition, the Ministry of Energy prepares a trimester report that tracks physical and financial

progress, milestones achieved, and problems faced, while making recommendations for the

problems’ resolution (see Annex E).

Package managers are responsible for providing the data for these reports to the MIS Section in

Excel format. The MIS Section then reviews the information collected from each project package,

and consolidates and processes it. The Section then submits the reports to the National Planning

Commission, Ministry of Energy and other NEA departments.

The MIS Section has only one staff member. A few years’ ago, NEA procured locally-developed

management information system software. However, it is not used because the software was not

user friendly, staff lacked computer literacy, there were few efforts to build its capacity in this

regard, and a general lack of willingness to adopt new practices.

The NEA faces several main challenges in its M&E activities:

Delays in report generation due to the manual collection of data.

The field units’ use of different formats in transmitting data.

Lack of capacity building at all levels.

Need for additional staff in the MIS Section.

1 The reports in Annexes B through 6-E were translated from Nepali; Tetra Tech takes no responsibility for the accuracy of

the translation.



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Absence of graphs in the reports.

Targets and delays are not properly highlighted in the reports

Reporting is not based on gender and other socio-economic parameters.

2.2 World Bank

Table 1 presents the World Bank indicators, which were identified from Bank-funded power

transmission projects in Nepal (by discussion) and some of the transmission projects sponsored by

the World Bank (WB) in other countries such as China and Zambia. These projects were also linked

with other activities, such as institutional reform and distribution sector reform. We have also

observed that performance indicators, particularly outcome indicators, depend largely on project

objectives.

Table 1. World Bank Indicators

Process Indicators Output Indicators Outcome Indicators

Transmission line

upgraded or built

Transmission

substation capacity

added

Increase in power

transfer capacity

Average interruption frequency per

year (SAIFI)

Direct project beneficiaries, male

(Number)

Direct project beneficiaries, female

(Numbers)

Employment generation during

construction phase

Avoidance of load shedding.

New methodology and

software for planning/grid

operation and maintenance

Competition in generation

sector

2.3 Asian Development Bank Table 2 shows the indicators employed by the Asian Development Bank. These indicators have been identified from ADB’s Manual for Calculating Energy Output Indicators and from discussions on ADB-funded power transmission projects in Nepal, the Philippines, Cambodia and Azerbaijan. We have also observed that performance indicators, particularly outcome indicators, depend largely on project objectives. ADB normally uses following five indicators to review infrastructure projects with equal 20% weightage to each:-

Contract award according to schedule

Disbursement of fund

Financial management / audit

Technical issue

Safeguard Under safeguard, there are following three sub categories to monitor specifically environmental and social aspects of the project:-

EMP (Environment Management Practice), Resettlement Plan and Indigenous people plan.

Projects are reviewed quarterly on the basis of above. If the project score less than 70% it is considered in red zone, (not satisfactory); above 70-90% yellow, (good progress) and above 90% green, (excellent).



Page 7

However, the energy indicators are generally classified under three other categories: 1) Promoting

Energy Efficiency and Renewable Energy, 2) Maximizing Access to Energy for All, and 3) Promoting

Energy Sector Reform, Capacity Building and Governance.

For ease of comparison, we have classified indicators relevant for this Compact, under MCC

Guidance on Common Indicator (Process, Output and Outcome).

Table 2. Asian Development Bank


Transmission line

upgraded or built

Transmission substation

capacity added

Increase in power transfer

capacity

Funds disbursement

Contract award

Average interruption frequency per

year (SAIFI)

Reduction in overloading of the

transmission lines

Increase in rural electrification

Recommended social and

environmental mitigation measures

Number of training programs

Local complaints about

compensation

Increase in the supply of

electricity

Increase in power

generation

Annual net CO2 emission

reductions

Impact on local people

2.4 Millennium Challenge Corporation

Table 3 lists the relevant indicators for the monitoring and evaluation of power transmission

projects, as suggested in MCC’s Guidance on Common Indicators.2

Table 3. MCC: Common Indicators for Power


[P-1] Value of signed infrastructure feasibility

and design contracts

[P-2] Present disbursement of power

infrastructure feasibility and design contracts

[P-3] Value of signed power infrastructure

construction contracts


infrastructure construction contracts

[P-5] Temporary employment generated by

power infrastructure construction

[P-7] Transmission line

upgraded or built

[P-8] Transmission

throughput capacity added

[P-9] Transmission

substation capacity added

[P-18] Transmission

system technical losses (%)

The standard MCC procedure for M&E uses an indicator tracking table (ITT). The ITT is formulated

using MCC’s “Guidance on the Indicator Tracking Table” in its general implementation guidelines.

The ITT consists of various indicators that are used to track the progress of a project. The ITT is an

Excel-based model that can be also created in a management information system (MIS). MCA has

the responsibility of preparing the ITT and submitting it to MCC each quarter. The MIS software

recommended here for development will have that feature.

2 https://www.mcc.gov/resources/doc/guidance-on-common-indicators

https://www.mcc.gov/resources/doc/guidance-on-common-indicators



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3. Recommendations for Performance Indicators

This section provides our recommendations for the performance indicators. In order to maintain

continuity, we propose to follow the same classification and numbering of indicators as provided in

MCC’s Common Power Indicator document. We do not propose any changes to the transmission

indicators provided in that document. However, in order to address the specific objectives and

challenges of this compact, we propose to add a few more indicators. They are numbered A-1, A-2,

etc. in Table 4. Further, we feel while MCC and MCA will like to monitor the progress at the compact

level, MCA package managers will want to monitor the project’s progress at the package level, and

on a more granular level, as depicted in Figure 1. We have suggested indicators specific to their

requirements, which are designated P-1.1, P2.1, A-1.1, etc. in the exhibits that follow.

Figure 1. M&E Framework Hierarchy

Once the proposed transmission line is functional, we suggest post-compact indicators from PC-1 to

PC-6 to evaluate the impact/success of the compact. We understand that one of the compact’s

conditions is that during the post-compact period, the host country would measure and report to

MCC on the performance indicators identified by MCC. Our complete recommendation for the

performance indicators are presented in Table 4.

Table 4. Recommended Performance Indicators


[P-1] Value of signed infrastructure feasibility

and design contracts (for compact)

[P-1.1] Value of signed infrastructure

feasibility and design contracts (for project

package)

[P-7] Transmission line

upgraded or built (for

compact)

[P-7.1] Transmission line

upgraded or built (for project

package)

[P-18] Transmission system

technical losses (%)

[A-6] Number of capacity

building programs

disaggregated based on

sex.



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Table 4. Recommended Performance Indicators




(for compact)

[P-2.1] Present disbursement of power


(for project package)

[P-3] Value of signed power infrastructure



infrastructure construction contracts

[P-5] Temporary employment generated by

power infrastructure construction

disaggregated based on sex.

[A-1] Percent completion of Environmental

and Social Management Systems

[A-2] Number of environmental or social

problems associated with the project

reported and not yet resolved (for compact)

[A-2.1] Number of environmental or social

problems associated with the project

reported and not yet resolved (for project

package)

[A-3] Number of land transfers effected

[A-3.1] Number of land transfers effected


[P-7.2] Number of tower foundations

constructed (for project package)

[P-7.3] Number of towers constructed (for

project package)

[P-9.1] Transformers available at package


[P-9.2] Transformers available at package


[P-9.3] Breakers and Isolators available at

package (for project package)

[P-9.4] Switchgear panels available at

package (for project package)

[P-8] Transmission

throughput capacity added

[P-9] Transmission substation

capacity added

[A-4] No. of transmission

substations rehabilitated

[A-5] Area of land acquired

[A-7] Capacity Utilization

Factor of a transmission line

[PC-1] Increase in Energy

Consumed per Unit of

Capita

[PC-2] Alleviation of

Electricity Shortage (load

shedding)

[PC-3] Change in System

Average Interruption

Duration Index (SAIDI)

[PC-4] Change in System

Average Interruption

Frequency Index (SAIFI)

[PC-5] Percent Households

Electrified

[PC-6] Increase in power

flow (import and export)

from neighboring

countries.

Our recommendations for the use of performance indicators (PI) by MCC, MCA and MCA package

managers and their frequency of measurement are provided in Table 5. In the table we have

indicated their importance by classifying them under high, medium and low categories:



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Table 5. Importance of Performance Indicators

0 PI

Number Performance Indicator

Indicator

Type Importance

MCA

Package

Manager

MCA MCC Frequency

1 P-1

Value of signed

infrastructure feasibility

and design contracts (for

compact)

Process High √ √ Monthly

2 P-1.1

Value of signed

infrastructure feasibility

and design contracts (for

project package)

Process High √ Monthly

3 P-2

Present disbursement of

power infrastructure

feasibility and design

contracts (for compact)

Process High √ √ Monthly

4 P-2.1



feasibility and design

contracts (for project

packages)


5 P-3

Value of signed power

infrastructure


Process Low √ √ Quarterly

6 P-4




Process Low √ √ Quarterly

7 P-5

Temporary employment

generated by power

infrastructure

construction


sex

Process Medium √ √ Quarterly

8 A-1

Percent completion of

Environmental and Social

Management Systems


9 A-2

Number of environmental

or social problems

associated with the

project reported and not

yet resolved (for

compact)

Process Medium √ Monthly



Page 11


0 PI


Indicator

Type Importance

MCA

Package

Manager

MCA MCC Frequency

10 A.2.1

Number of environmental

or social problems

associated with the

project reported and not

yet resolved (for a

package)

Process Medium √ Monthly

11 A-3 Number of land transfers

effected (for compact) Process High √ Monthly

12 A-3.1

Number of land transfers

effected (for project

package)


13 P-7

Transmission line

upgraded or built (for

compact)

Output High √ √ Monthly

14 P-7.1

Transmission line

upgraded or built (for a

Package)

Output High √ Monthly

15 P-7.2 Number of tower

foundations constructed Process Low √ Monthly

16 P-7.3 Number of towers

constructed Process Low √ Monthly

17 P-8 Transmission throughput

capacity added Output High √ √ Quarterly

18 P-9 Transmission substation

capacity added Output Low √ √ Quarterly

19 P-9.1 Length of entry road

constructed Process Medium √ Quarterly

20 P-9.2 Transformers available at

package Process Medium √ Quarterly

21 P-9.3 Breakers and isolators

available at package Process Medium √ Quarterly

22 P-9.4 Switchgear panels

available at package Process Medium √ Quarterly

23 A-4 No. of transmission

substations upgraded Output High √ Quarterly

24 A-5 Area of land acquired Output High √ Monthly

25 P-18 Transmission system

technical losses (%) Outcome High √ √

Rolling

quarterly

26 A-6

Number of capacity

building programs,


sex

Outcome Medium √ Quarterly



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0 PI


Indicator

Type Importance

MCA

Package

Manager

MCA MCC Frequency

27 [A-7] Capacity Utilization Factor

of a transmission line Output Medium

√ √ Quarterly

28 [PC-1]

Increase in energy

consumed per unit of

capita

Outcome High √ Yearly

29 [PC-2] Alleviation of electricity

shortage (load shedding) Outcome High √ Yearly

30 [PC-3]

Change in system average

interruption duration

index (SAIDI)

Outcome High √ Quarterly

31 [PC-4]

Change in system average

interruption frequency

index (SAIFI)

Outcome Medium √ Quarterly

32 [PC-5] Percent households

electrified Outcome High √ Yearly

33 [PC-6]

Increase in power flow

(import and export) from

neighboring countries

Outcome High √ Yearly

Next, we describe each of the above 33 recommended PIs in the format specified in MCC’s Guidance

on Common Indicators. We have added a few additional fields: data required, data source, data

quality, baseline, interim target and reporting frequency to the MCC template for completeness.

Data required specifies the data needed to determine that PI, data source specifies from where

these data will come from, and data quality has been categorized under reliable (data coming from

the system is classified as reliable) and dependable (data coming by manual intervention are

generally classified as dependable). In many places for data source, we have mentioned the MCA

system. Here we have assumed in MCA there will be some computerized system where all contracts,

payments, etc. will be entered and this will be installed as part of the MCA office’s establishment.

For the indicators from MCC Common Indicator document units, definition, guidance, level,

classification and disaggregation are repeated from the MCC document.

[P-1] Value of Signed Infrastructure Feasibility and Design Contracts (for Compact)

Unit: US Dollars

Definition: The value of all signed feasibility, design, and environmental impact assessment

contracts, including resettlement action plans, for power infrastructure investments using

609(g) and compact funds.

Guidance: The target for this indicator should be the original value of the contract when first

signed. If the value of a contract changes, the contract modification amount should be

reported in the indicator tracking table (ITT) in the quarter when the change occurred. The

“Actual to Date” should reflect the current contract value, including all modifications. Costs

associated with pre-feasibility studies (if done by MCC) should not be included, nor should the

cost of supervision and project management.

Level: Process indicator.



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Classification: Cumulative.

Disaggregation: Based on packages

Data Required: Original value of the contract and any contract modification; it includes all

costs.

Data Source: The value for the required data will be taken from the MCA system or from the

contract document.

Data Quality: Reliable

Baseline and Target: Baseline = 0, Target = Budget for Signed Infrastructure Feasibility and

Design Contracts (X).

Interim Target:

Year 1: 50% of

X

Year 2: 80% of

X

Year 3: 90% of

X

Year 4: 100% of

X

Year 5: 100% of

X

Reporting Frequency: Monthly.

[P-1.1] Value of Signed Infrastructure Feasibility and Design Contracts (for project package)

This indicator is the same as [P-1], but will be measured for the specific project package.

[P-2] Present Disbursement of Power Infrastructure Feasibility and Design Contracts (for Compact)

Unit: Percentage.

Definition: The total amount of all signed feasibility, design, and environmental impact

assessment contracts, including resettlement action plans, for power infrastructure disbursed

divided by the total current value of signed contracts.

Guidance: Numerator = value disbursed of power infrastructure feasibility and design

contracts. Value disbursed should be defined as: the amount disbursed of all signed feasibility,

design, and environmental impact assessment contracts, including resettlement action plans,

for power infrastructure using 609(g) and compact funds. Denominator = value of signed

power infrastructure feasibility and design contracts.


Classification: Level.

Disaggregation: Based on project package.

Data Required: Payment/disbursement made against all contracts.

Data Source: The value for the required data will be taken from MCA from the contract

document.


Baseline and Target: Baseline = 0%, Target = 100%.

Interim Target:

Year 1: 20% Year 2: 40% Year 3: 80% Year 4: 90% Year 5: 100%

Reporting Frequency: Monthly

[P-2.1] Present Disbursement of Power Infrastructure Feasibility and Design Contracts (for project

package)

This indicator is the same as [P-2], but will be measured for the specific project package.

[P-3] Value of Signed Power Infrastructure Construction Contracts

Unit: US Dollars.

Definition: The value of all signed construction contracts for power infrastructure investments

using compact funds.



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Guidance: The target for this indicator should be the original value of the contract when first

signed. If the value of a contract changes, the contract modification amount should be

reported in the ITT in the quarter in which the change occurred. Cost sharing by others (e.g.,

the non-MCC funding component of any co-financing with other donors or governments)

should not be included. However, costs associated with supervision or project management

should be included.




Data Required: Original value of the contract, contract modification amount, and cost

associated with construction contract.

Data Source: The value for the required data will be taken from MCA from the contract

document and modified contract document, if any, for all construction contracts.

Data Quality: Reliable.

Baseline and Target: Baseline = 0%, Target = value of signed power infrastructure construction

contracts (A).

Interim Target:

Year 1: 20% of

A

Year 2: 40% of

A

Year 3: 80% of

A

Year 4: 90% of

A

Year 5: 100%

of A

Reporting Frequency: Quarterly.

[P-4] Percentage Disbursement of Power Infrastructure Construction Contracts

Unit: Percentage.

Definition: The total amount of all signed construction contracts for power infrastructure

investments disbursed divided by the total current value of all signed contracts.

Guidance: Numerator= value disbursed of power infrastructure construction contracts. Value

disbursed should be defined as: the amount disbursed of all signed construction contracts for

power infrastructure investments using compact funds. Denominator = value of signed power

infrastructure construction contracts.




Data Required: Amount disbursed of all signed construction contracts for power infrastructure

using compact funds and total value of all the signed construction contracts.

Data Source: The value for the required data will be taken from MCA system. The payment

made for construction contracts against the total value of the signed construction contracts.


Baseline and Target: Baseline = 0%, Target = 100%.

Interim Target:



[P-5] Temporary Employment Generated by Power Infrastructure Construction

Unit: Number.

Definition: The number of people temporarily employed or contracted by MCA-contracted

construction companies to work on the construction of new power infrastructure or

reconstruction, rehabilitation, or upgrading of existing power infrastructure.



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Guidance: This indicator counts the unique number of people contracted, not the amount of

time that those people were temporarily employed. Even if a person was contracted for 1 day,

he/she should be counted. Both local and foreign workers should be included but identified

separately. Foreign workers are any workers who require a resident permit to work in the

country; anyone considered a national in the country should be counted as a local worker.

Those performing labor that requires specialized training or a learned skill-sets to perform the

work should be counted as skilled workers. Those performing labor that requires some skill

that may not be performed by an unskilled worker, but does not require highly specialized

skills, should be counted as semi-skilled workers. Those performing labor that does not require

special training or skills should be counted as unskilled workers. Informal employment

generated by construction activities is not included. However, if an individual worked on the

project in one quarter, stopped working, and rejoined later, s/he should only be counted once.

Therefore, tracking this indicator requires a process for uniquely identifying workers, which

should be required in the scope of work for relevant contractors.



Disaggregation: Male/female, foreign/local, skilled/semi-skilled/unskilled, poverty level3.

Data Required: No. of people contracted, gender of the worker, no. of skilled workers

contracted, no. of foreign workers contracted.

Data Source: The required data will be collected from the contractors who have been assigned

to implement the project. A segregation will be needed between skilled-unskilled and

national-international manpower engaged in the execution of the project.

Data Quality: Dependable.

Baseline and Target: Baseline= 0, Target = to be decided in discussions with construction

contractors.

Interim Target: To be decided in discussions with construction contractors.


[A-1] Percent Completion of Environmental and Social Management Systems (ESMS)

Unit: Percent.

Definition: Completion of environmental and social management system, including health and

safety issues vs. total completion.

Guidance: An environmental and social management system consists of several activities. Each

activity will be assigned a weight depending upon its importance. The percentage completion

will be determined on the basis of the weighted average of the number of activities

completed. A partially completed activity will be counted as incomplete. The summation of all

the activities completed multiplied by their weights, divided by sum of total activities, and

multiplied by their weights.



Disaggregation: Based on packages.

Data Required: List of activities in the ESMS with the importance and status of each activity.

Data Source: ESMS Consultant/Manger, Monthly progress reports and MCA package manager


3 As per the national living standards survey conducted in 2010-2011, a family is considered to be below poverty level if earning is less than US$14 in a month. https://www.ruralpovertyportal.org/country/home/tags/nepal

https://www.ruralpovertyportal.org/country/home/tags/nepal



Page 16

Baseline and Target: Baseline = 0, Target = 100%.

Interim Target: The activity is proposed to be completed before the compact comes into force.


[A-2] Number of Environmental, Social or Resettlement Problems Associated with the Project Reported and Not Yet Resolved (for Compact)

Unit: Number

Definition: Percentage of the total number of environmental, social or resettlement problems

associated with the project reported and not yet resolved. The percentage of number of

problems unresolved divided by the total number of environmental, social or resettlement

problems associated with the project that are reported.

Guidance: This will help to determine the effectiveness of the grievance/problem resolution

mechanism for environmental, social or resettlement problems. The mechanism is described

in Task 3 report for resettlement issues. The mechanism for environment and social issues will

be covered in ESIA and ESMP. This percentage should come down and ideally become zero

before the start of package activities.




Data Required: Total problems received and the number of problems unresolved for

environment, social and for resettlement issues.

Data Source: Engineer and/or from MCA package manger.


Baseline and Target: Baseline= The number of complaints received not resolved within 45

days (45 days are here for illustration. Actual value should be fixed based on ground

conditions), Target = 0.

Interim Target:

Year 1: 0 Year 2: 0 Year 3: 0 Year 4: 0 Year 5: 0


[A-2.1] Number of Environmental, Social or Resettlement Problems Associated with the Project

Reported and Not Yet Resolved (for a package)

This indicator is same as [A-2], but will be measured for specific project package by the MCA

package manager.

[A-3] Number of Land Transfers Effected (for Compact)

Unit: Number

Definition: The total current number of acquisitions for the project divided by the total

number of land parcels to be acquired.

Guidance: Several parcels of land are to be acquired for the project; their deeds are to be

transferred and then physical possession of the land is to be obtained. Land transfer effected

means the physical transfer of land to MCA. This is a challenging task. This indicator will help in

tracking the progress of this critical activity.



Disaggregation: Based on project package and type of land, such as private/ government/

agriculture/ forest and based on income groups, poverty level.



Page 17

Data Required: Total number of parcels of land to be acquired and number of parcels for

which physical possession has been obtained.

Data Source: ESMS Consultant/Manager, monthly progress reports and MCA package

manager


Baseline and Target: Baseline = 0, Target = to be determined after identification of land owner

(B)

Interim Target:

Year 1: 80% of

B

Year 2: 100%

of B

Year 3: 100%

of B

Year 4: 100%

of B

Year 5: 100%

of B


[A-3.1] Number of Land Transfers Effected (for a package)

This indicator is same as [A-3], but will be measured for specific project package by the MCA

package manager.

[P-7] Transmission Lines Upgraded or Built For all packages

Unit: Kilometers.

Definition: The sum of linear kilometers of new, reconstructed, rehabilitated, or upgraded (by

higher capacity of conductor/tower) transmission lines that have been energized, tested and

commissioned with MCC support.

Guidance: Electrical lines of 66 kV or above shall be classified as transmission lines.

Transmission consists of all lines connecting the generation packages to transmission

substations.

Level: Output indicator.



Data Required: Length of the transmission line constructed.

Data Source: The required data will be gathered from the package contractor responsible for

the construction of the transmission line and monthly progress report.


Baseline and Target: Baseline = 0, Target = 642 km (A).

Interim Target:

Year 1: 5% of

A

Year 2: 20% of

A

Year 3: 50% of

A

Year 4: 80% of

A

Year 5: 100% of

A


[P-7.1] Transmission Lines Upgraded or Built (For a package)

This indicator is same as [P-7], but will be measured for specific project package.

[P-7.2] Number of Tower Foundations Constructed (For a package)

Unit: Number.

Definition: The number of foundations constructed for transmission towers.

Guidance: The tower foundation is a critical item both for technical and land acquisition

purposes. Once the tower foundation is successfully built, the chances of any land or right of

way issue arising are unlikely to occur. The data will be for the number of foundations

constructed divided by the total number of foundations to be constructed.



Page 18

Level: Process Indicator.


Disaggregation: None

Data Required: Number of foundations constructed for transmission towers.


the construction of the transmission line foundation and by package inspections. The data can

also be gathered from monthly progress report.


Baseline and Target: Baseline = 0, Target = 1860 (A)

Interim Target:

Year 1: 10% of

A

Year 2: 50% of

A

Year 3: 81% of

A

Year 4: 95% of

A

Year 5: 100%

of A


[P-7.3] Number of Towers Constructed

Unit: Number.

Definition: The number of transmission towers constructed.

Guidance: The tower construction is a critical item in the construction of the transmission line.

Typically, tower construction means 60 to 70% completion of the transmission line work. Once

the tower is successfully erected, the chances of any land or right of way issue arising are

unlikely to occur while the conductor is being strung. Number of towers constructed will be

the number of foundations constructed divided by the total number of foundations to be

constructed.




Data Required: Number of foundations constructed for transmission towers.


the construction of the transmission line foundation and by site inspection.


Baseline and Target: Baseline = 0, Target = 1860 (A).

Interim Target:

Year 1: 8% of A Year 2: 40% of

A

Year 3: 75% of

A

Year 4: 85% of

A

Year 5: 100%

of A


[P-8] Transmission Throughput Capacity Added

Unit: Megawatts.

Definition: The increase in throughput capacity, measured in megawatts, added by new,

reconstructed, rehabilitated, or upgraded transmission lines that have been energized, tested

and commissioned with MCC support.

Guidance: The target for the indicator should be informed by feasibility and load flow studies

of the relevant MCC investment in the transmission network, and should reflect the increase in

capacity of the network to transmit electricity between key transmission and distribution

nodes. At minimum, the indicator should be reported as an overall change in network

throughput capacity. However, as feasible and appropriate, the value of the indicator should

be disaggregated by voltage level. Values reported across separate investments in higher-



Page 19

capacity lines at different parts of the network are not additive with each other, so reporting

on the indicator cannot be easily aggregated across the whole network, although more

detailed modeling may allow for this. The value of this indicator should ideally be informed by

load flow analysis after the new or upgraded lines have been energized, tested and

commissioned. The throughput capacity data will be collected with the help of feasibility and

load flow studies done for the transmission system.




Data Required: New transformation capacity added.

Data Source: The data can be collected from the package manager based on the

transformation capacity of the substation added or upgraded. The substation capacity added

into the Nepal grid will only be counted here. It can be later verified by load flow studies.


Baseline and Target: Baseline = 0, Target = 778 MW (For the year 20234)

Interim Target: To be decided by more detailed load flow study.


[P-9] Transmission Substation Capacity Added

Unit: Megavolt amperes (MVA).

Definition: The total added transmission substation capacity, measured in megavolt amperes

that is energized, commissioned and accompanied by a test report and supervising engineer’s

certification resulting from new construction or refurbishment of existing substations that is

due to MCC support.

Guidance: This indicator shall include the total capacity installed at a substation. As this is an

output indicator, and not an outcome indicator, it will not take into account mitigating

circumstances that may lower the capacity available at a substation, such as percentage of use

or reserve capacity in substations.




Data Required: Total capacity of transformers added and upgraded (after energization).

Data Source: The data can be collected from the package manager or from Grid Operation

Department of the NEA.


Baseline and Target: Baseline = 0, Target = 3840 MVA (A)

Interim Target:



[P-9.1] Length of Entry Road Constructed

Unit: KM.

Definition: The length of entry road constructed to approach the substation.

4 Based on PSSE load flow study for the year 2023 for all counterfactual base case and all MCC projects. For further details refer section 3.1.8 of volume 1 report



Page 20

Guidance: The length of entry road constructed to approach substation including widening of

roads is an important activity. The transformer can only be transported to the side when the

proper entry road is ready.




Data Required: Length of entry road constructed.

Data Source: The required data will be gathered from the package contractors responsible for

the construction of the entry road and by site inspection. It will be the road in meters

completed divided by the total road in meters to be constructed.


Baseline and Target: Baseline = 0, Target = 21 KM (to be amended when the detailed design is

ready).

Interim Target:



[P-9.2] Transformers Available at Package

Unit: Number.

Definition: Number of transformers at project package.

Guidance: The number of transformers available at the project package that are ready for

commissioning.



Disaggregation: None.

Data Required: Number of transformers at the project package.

Data Source: The required data will be gathered from the MCA package manager.


Baseline and Target: Baseline = 0, Target = to be decided later based on delivery schedule of

the contractor

Interim Target: to be decided later based on delivery schedule of the contractor.


[P-9.3] Breakers and Isolators Available at Package

Unit: Number.

Definition: Number of beakers and isolators at the project package.

Guidance: The number of beakers and isolators available at the project package that are ready

for commissioning.




Data Required: Number of beakers and isolators at the project package.

Data Source: The required data will be gathered from the MCA package manager.


Baseline and Target: Baseline = 0, Target = to be decided later, based on the delivery schedule

of the contractor

Interim Target: To be decided later based on delivery schedule of contractor.



Page 21


[P-9.4] Switchgear Panels Available at Package

Unit: Number.

Definition: Number of switchgear panels at the project package.

Guidance: The number of switchgear panels available at the project package that are ready for

commissioning.




Data Required: Number of switchgear panels at the project package.

Data Source: The required data will be gathered from MCA package manager.


Baseline and Target: Baseline = 0, Target = to be decided later, based on the delivery schedule

of the contractor

Interim Target: To be decided later, based on the delivery schedule of the contractor


[A-4] Number of Transmission Substations Upgraded

Unit: Number.

Definition: The number of transmission substations reconstructed, rehabilitated, or upgraded

under the project.

Guidance: Transmission substations of 66 kVA or above shall be classified as transmission

substations. The number of transmission substations reconstructed, rehabilitated, or upgraded

under the project.




Data Required: No. of transmission substations reconstructed, rehabilitated or upgraded.

Data Source: Quarterly Progress Report and Inspection Reports


Baseline and Target: Baseline = 0, Target = 6

Interim Target:

Year 1: 0 Year 2: 0 Year 3: 4 Year 4: 5 Year 5: 6


[A-5] Area of Land Acquired

Unit: Percent.

Definition: The total area acquired for the project in sq. km divided by the total sq. km area of

land required for the project.

Guidance: Land acquisition is a critical activity for the project. Therefore, it needs to be

monitored both in terms of area and in number of land parcels (Ref. A-3). Sq. km of land for

which physical possession has been obtained divided by total sq. km of land to be acquired.



Disaggregation: Based on project package and type of land such as

private/government/agriculture/ forest.



Page 22

Data Required: Total sq. km of land required and sq. km of land acquired.

Data Source: EASMs consultant /manger, monthly progress reports and MCA package

manager


Baseline and Target: Baseline = 0, Target = 83.7 Hectare (A)5.

Interim Target:

Year 1: 40% of

A

Year 2: 80% of

A

Year 3: 100%

of A

Year 4: 100%

of A

Year 5: 100%

of A


[P-18] Transmission System Technical Losses (%)

Unit: Percentage.

Definition: 1- [Total megawatt hours transmitted out from transmission substations / Total

megawatt hours received from generation to transmission substations].

Guidance: Quarterly estimates should be reported if available; however, data on losses are

often unavailable due to insufficient monitoring equipment, and estimates are often made

based on periodic loss characterizations or load flow studies. Data quality reviews can also

serve to improve estimates at the baseline while recommending steps to improve the accuracy

of estimates during the compact. In some cases, this indicator may not be appropriate to use if

there are separate incorporated entities responsible for operating the transmission network,

where the utility company may only be responsible for distribution – especially if the compact

is only focusing on one subsector (e.g., distribution).

Level: Outcome indicator.



Data Required: Total MW hours fed into the grid and total MW hours supplied by the grid.

Data Source: Periodic substation reports and aggregation of the energy input and output from

various feeders through SCADA.


Baseline and Target: Baseline = 2.42%6 (For 2023), Target = 2.13%7 (For 2023)

Interim Target: To be fixed by detailed load flow study for each year.


[A-6] Number of Capacity Building Programs

Unit: Number.

Definition: Sum of capacity building programs conducted for stakeholders, staff, vendors, land

owners, etc.

Guidance: The training will be conducted by different entities, such as MCA, vendors,

consultants etc. for different stakeholders at different locations. Any well announced formal

capacity building program will be counted as one training session. The required numbers will

5 Refer excel sheet – ‘Resettlement Cost Estimate’ of Volume 3 for details. 6 Based on PSSE load flow study for the year 2023 for all counterfactual base case. For further details refer section 3.1.8 of volume 1 report. As per annual report of NEA the Transmission losses for the FY 2015-16 is 4.82%. 7 Based on PSSE load flow study for the year 2023 for all counterfactual base case and all MCC projects. For further details refer section 3.1.8 of volume 1 report.



Page 23

come from vendors, contractors and training institutes which will be mentioned in periodic

report.



Disaggregation: Male/female participants and on poverty level.

Data Required: No. of training sessions held.

Data Source: Workshops and training program reports; quarterly progress reports


Baseline and Target: Baseline = 0, Target = to be decided later

Interim Target: To be decided when target is fixed.

Year 1: Year 2: Year 3: Year 4: Year 5:


[A-7] Capacity utilization Factor of a Transmission Line

Unit: Percentage (%)

Definition: The ratio of peak loading on the transmission line (in Amperes) segment in a

quarter and design capacity8 of the line.

Guidance: This indicator will measure the capacity utilization of the transmission line segment

vis-à-vis its design capacity. Normally, the design capacity of the line is much higher than the

normal loading to clear the fault currents. Therefore, this indicator should be interpreted

considering this fact. The peak loading in the quarter of a line is the highest value of the

current flown on that line at any instant of time in the quarter. Obviously, transient loading

due to a fault or any other impulse should not be considered for determining the peak value.



Disaggregation: For each transmission line segment.

Data Required: Peak value in a quarter

Data Source: SCADA system installed at the substation to which the line is connected


Baseline and Target: Baseline= 0% Target = 50% (assuming a design safety factor of 2) Reporting Frequency: Quarterly. [PC-1] Increase in Energy Consumed per Capita

Unit: kWh/capita

Definition: Increase in number of unit of electricity consumed per capita.

Guidance: This indicator will measure the difference in energy consumed per person. This

indicator will indicate the improvement in livelihood of the country. The Increase in energy

consumed will be calculated by identifying the difference in energy consumption in the

measurement year and base year. To calculate the energy consumed per capita this difference

will be divided by population.




Data Required: Per capita energy consumed at base year; per capita energy consumed in the

measuring year; population of country.

8 The design capacity of the transmission lines, in Amperes, are: 4558 (NR1, T8 and XB1) / 914 (T2’) / 747 (T3)/ 870 (NR3) /962 (NR4). The name of the line segments has been mentioned in brackets.



Page 24

Data Source: NEA report.


Baseline and Target: Base Line= 133 kWh (2015)9

Target = to be decided based on the master plan of transmission and distribution system.

Interim Target: to be decided based on the master plan of transmission and distribution

system

Reporting Frequency: Yearly.

[PC-2] Alleviation of Electricity Shortage (Load Shedding)

Unit: GWh

Definition: The deliberate shutdown of electric feeders, generally to prevent the failure of the

entire power system when power supply is lower than demand at transmission level.

Guidance: This indicator can be calculated by identifying the change in load shedding period in

the measuring year and base year.




Data Required: Duration of load shedding in base year; Duration of load shedding in the year

of measurement.

Data Source: SCADA and NEA Reports.


Baseline and Target: Baseline = 3925 GWh (For 2023)10, Target = 1562 GWh (For 2023)11

Interim Target: to be decided based on the master plan of transmission and distribution

system.


[PC-3] Change in System Average Interruption Duration Index (SAIDI)

Unit: Hours.

Definition: SAIDI is the average outage duration for each customer served and is commonly

used as a reliability indicator. (For transmission)

Guidance: SAIDI can be calculated by dividing duration of interruption in minutes by number

of customers.




Data Required: Duration of interruption in minutes; number of customers.

Data Source: In the SCADA system, data will be based on the feeders energized or de-

energized leaving the cases of scheduled maintenance.


9 http://mof.gov.np/ieccd/pdf/Energy_NPPR_2015.pdf 10 Based on PSSE load flow study for the year 2023 for all counterfactual base case. For further details refer section 3.1.8 of volume 1 report. 11 Based on PSSE load flow study for the year 2023 for all counterfactual base case and all MCC projects. For further details refer section 3.1.8 of volume 1 report.

http://mof.gov.np/ieccd/pdf/Energy_NPPR_2015.pdf



Page 25

Baseline and Target: Baseline = 251.81 Hours12,

Target: to be decided based on the master plan of transmission and distribution system.

Interim Target: To be decided based on the master plan of transmission and distribution

system.


[PC-4] Change in System Average Interruption Frequency Index (SAIFI)

Unit: Numbers.

Definition: SAIFI measures the average number of interruptions experienced by each

customer. All planned and unplanned interruptions are used in calculating the index. (For

transmission)

Guidance: SAIFI can be calculated by dividing number of interruptions during one year by

number of customers.




Data Required: Number of interruptions during one year; number of customers.

Data Source: In the SCADA System, data will be based on the feeders energized or de-

energized leaving the cases of scheduled maintenance.


Baseline: 23511

Target: To be decided based on the master plan of transmission and distribution system.


system.


[PC-5] Percent Households Electrified

Unit: Percentage.

Definition: The process by which access to electricity is provided to households or villages

located in the isolated or remote areas of a country.

Guidance: The ratio of number of households electrified with total number of houses.



Disaggregation: Urban/rural, poverty level.

Data Required: Total number of households; number of households electrified.

Data Source: Central Bureau of Statistics, Nepal; third party surveys.


Baseline and Target: Base line= 67% (2011)13

Target = To be decided based on the master plan of transmission and distribution system.


system.


12 On the basis of NEA’s monthly outage report for the period for June 2015 to May 2016. It includes interruption of any transmission line or its feeders due to any reason including interruptions due to planned shutdown, operation or maintenance, etc. 13 http://conference.ioe.edu.np/ioegc2014/papers/IOE-CONF-2014-34.pdf



Page 26

[PC-6] Increase in power flow (import and export) from neighboring countries

Unit: GWh.

Definition: Sale and purchase of electric power between two countries on the basis of demand

and supply.

Guidance: There will be sale and purchase of electricity between two countries through the

power transmission network as per the demand and supply requirements in the countries. The

import and export of the electricity can be measured through net meters.



Disaggregation: Import/export.

Data Required: Cross-border trade of electricity.

Data Source: In the SCADA system, data will be based on the power flow through cross border

feeders.


Baseline and Target: Baseline= 6,000, Target = 14,200 in 2023.14

Interim Target: To be determined by more detailed load flow studies for each year.


14 Load flow study for 2023 scenario with base case and all MCC projects. For more details refer “Power System Assessment” section of the Task 1 report.



Page 27

4. Data Collection

4.1 Data Flow

The data required for the measurement of performance indicators have been specified in Section 3.

However, to develop an IT-enabled automatic M&E framework, it is important to define from where

data will originate, who will collect it, and how the data will flow into an MIS software tool. Table 6

specifies origination points, travel paths, and final destinations for the data required for the

recommended 33 performance indicators.

Table 6. Flow of Data for the Measurement of Performance Indicators

Indicator Data Flow

Description/ Use Cases Origination Via/final destination

P-1 MCA System Central Database

It is assumed that the MCA will set-up an in-house

system as part of their office establishment. The

contracts and payment will be administered and

managed through this system.

The data will flow from this system to web-based

project management software as per the system

logics (it can be instantaneous/daily).

P-1.1 MCA System Central Database

P-2 MCA System Central Database

P-2.1 MCA System Central Database

P-3

MCA

Technical

Consultants

Central Database

P-4

MCA

Technical

Consultants

Central Database

P-5 Site

Contractor

MCA Package Manager to

Central Database

The MCA Package Manager will collect information

from all contractors about the workers employed

(only direct employees) on the project.

P-7 Site

Contractor


Central Database


from the site contractor and verify through visual

inspection the authenticity of the data provided by

the site contractor.

P-7.1 Site

Contractor


Central Database

P-7.2 Site

Contractor


Central Database

P-7.3 Site

Contractor


Central Database

P-8 Site

Contractor


Central Database The MCA Package Manager will collect data from

the substation commissioning results. P-9

Site

Contractor


Central Database

P-9.1 Site

Contractor Central Database


from the site contractor and verify it through visual

inspection the authenticity of the data provided by

the site contractor.



Page 28


Indicator Data Flow


P-9.2 MCA package

Manager Central Database

The MCA Package Manager will feed the

information based on visual confirmation. P-9.3

MCA package


P-9.4 MCA package


P-18 SCADA Central Database

The information will be directly fed from the

SCADA to the Central Database. The information

will flow as per the SCADA logic (it can be

instantaneous/daily).

A-1 Site

Contractors

MCA Technical Consultants

- MCA System - Central

Database

The contractors will follow the ESMS and technical

consultants/ Project Management Consultant

(PMC) will monitor its adherence.

A-2 & A-

2.1

MCA

Technical

Consultants/

PMC

MCA Package

Manager

MCA System - Central

Database

Central Database

The public grievances received at the MCA level

will be entered into the MCA system by the

MCA/technical consultants/ PMC

The public grievances received at the site office will

be entered by the MCA package manager manually

into a web-based tool.

A-3 MCA Package

Manager

PMC - MCA system-

Central Database


on the number of land acquisitions for the project

and will provide this information to MCA. The PMC

will enter the information in the MCA system. A-3.1

MCA Package

Manager

PMC - MCA system-

Central Database

A-4 MCA Package

Manager

PMC - MCA system-

Central Database


on the number of substations upgraded for the

project and will provide this information to MCA.

The PMC will enter the information in the MCA

system.

A-5 MCA Package

Manager

PMC - MCA system-

Central Database


on land acquisitions for the project and will provide

this information to MCA. The PMC will enter the

information in the MCA system.

A-6 MCA System Central Database

It is assumed that the details of all the training

programs from, their conceptualization to their

completion, will be captured in the MCA system.

A-7 SCADA Central Database

The design value has been provided in the

Footnote #8 on Page 23 (Section 3). The quarterly

peak value can be obtained from the quarterly

reports generate through the SCADA of the

substation to which the line is connected.

PC-1 SCADA Central Database It is assumed SCADA at load dispatch center will get

connected to all transmission sub stations. PC-2 SCADA Central Database



Page 29


Indicator Data Flow


PC-3 SCADA Central Database


PC-5 Survey Central Database


4.2 Data Collection

Our high-level approach for the collection of data for each of the recommended performance

indicators can be divided in two parts:

During compact

Post compact.

During Compact: We have tried to capture the maximum amount of data that can be obtained

without relying on human interface (data that can be collected automatically). However, some of the

data, such as number of towers erected, transmission line completed, etc. cannot be system fed. For

such data, a web-based system/window will be provided to MCA package managers. This window

will be part of central MIS system. The data will be processed using project management software

and will generate reports as specified in the M&E plan from central MIS system. The architecture of

data collection during compact period is provided in Figure 2.

*: Please refer to Table 6 for further elaboration

Figure 2. Data Collection Architecture during Compact Period.



Page 30

Post Compact

After the completion of the compact, the transmission system will be handed over, either to NEA or

to the new transmission entity, which will be responsible for measuring these performance

indicators and reporting to MCC. We have recommended six indicators (From PC-1 to PC-6) for post

compact monitoring. PC-1 and PC-2 are calculated by all utilities and NEA is no exception. PC-1 is

determined on annual basis and published in the annual report of NEA. PC-2 is monitored by utility

on daily basis due to several reasons and report is generated by Load Dispatch Centre every day in

the morning for previous 24 hours. For the MCC purpose it may not be relevant as daily report

reflects more operational issues. From MCC perspective it is important to look at it on annual basis

what was the total number of megawatt-hours of load shedding in the previous year and how has it

changed on an annual basis. Similar is the situation with PC-3, PC-4 and PC-6. It will be possible to

generate reports for PC-2 to PC-4 and for PC-6 at any point of time from new SCADA KfW15 is

installing at NEA’s load dispatch center (LDC). However to have a meaningful assessment of impact

and improvement one year period is reasonable. PC-5 will be captured (data collected from field

units) and published by NEA.

Generally, these indicators will merge with the MIS of the transmission company. The MIS system of

the NEA is described in detail in Section 2.1.

As part of our substation design, we have provided meters and remote telemetry units (RTUs) at

appropriate locations to capture the data required for measuring the performance indicators P-18,

PC-3, PC-4 and PC-6. The data from the substation will be transmitted to the SCADA16 with the help

of the RTU and normal communication links between substations and SCADA. The reports on these

indicators will be generated either at the SCADA level or data will flow from the SCADA to the

transmission company’s MIS for the generation of the reports. The latest SCADAs have provisions for

formatting reports as per the requirements specified. A high-level graphic representation of this is

provided in Figure 3. The substation layout/design provided in the Task 1 (Volume 1) report covers

placement and interconnection of meters and RTUs.

Thus, in terms of resources there is no specific requirement for the suggested post compact

indicators as they will be monitored by NEA (or the transmission company) even without the

Compact. Since these indicators will be measured through on line systems (SCADA) and data stored

in software, there is hardly any scope for improvement of the quality of the data. The improvement

is required in terms utilizing the features of SCADA for generation of reports. This depends upon

several factors such as, LDC staff willingness, MIS demand of the top management and their push for

system generated reports. As far as LDC staff is considered KfW has made sufficient provisions for

capacity building of the NEA staff.

15 Although such report generation is standard feature of modern SCADA system but in this case we have confirmed with KfW also. 16 The SCADA mentioned in this document refers to the SCADA of Load Dispatch Center.



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Figure 3. Approach to Measure Post-Compact Indicators



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5. Measurement and Reporting

5.1 Measurement

The data for all the 33 PIs will come either from site, MCA system, SCADA, or surveys. This section

describes how this data will be used to determine/calculate the PIs. Figure 4 provides a graphic

representation of the measurement approach of PIs.

Figure 4. Measurement of PIs

Data from the Site: The data for performance indicators P-5, A-1, A-2, A-2.1, A-3, A-3.1, P-7.2, P-7.3,

P-9.1, P-9.2, P-9.3 and P-9.4 will come from the site. These data will be entered manually by the

MCA Package Manager in a web-based window that will be connected to the central database of the

MCA. This web-based system can be accessed through the internet with the help of an internet

browser. The MCA Package Manager needs to access the webpage on his laptop/desktop and log in

with his user identity and password. The MIS software installed in the central database will retrieve

these data and determine/calculate appropriate PIs.

Data from the MCA System: Data for the performance indicators P-1, P-1.1, P-2, P-2.1, P-3, and P-4

will be come from the MCA system. The central database is common for all data. Thus, no flow will

take place and these PIs will be determined/calculated as per the logics defined in MIS software.

Data from SCADA: The data for performance indicators A-7, P-18, PC-1, PC-2, PC-3, PC-4, PC-5 and

PC-6 will come from SCADA. This data will enter automatically into the MIS system, which will be

connected to MCA’s central database. The related report will be generated based on the

indicators/parameters.

Data from Survey: To monitor the post-compact indicator PC-5, there will be a need to conduct a

survey. The data from this survey will be entered by the M&E Specialist at MCA with the help of a

web-based window that will be connected to the central database. This web-based system can be

accessed through the internet with the help of an internet browser. The M&E Specialist needs to

access the webpage on his laptop/desktop and login with his user identity and password. The MIS

software installed in the central database will retrieve these data and will determine/calculate PC-5.



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5.2 Reporting

For each of the PIs, we have suggested a frequency of measurement: monthly, quarterly, biannually,

and annually. At this stage, we propose to generate only monthly, quarterly, biannual and annual

reports. The PIs to be reported in each of these reports are identified in Table 7. However, the MIS

software is flexible enough to customize any report as per requirements. The requirements of new

types of reports are to be placed with the M&E Specialist. The M&E Specialist will be provided

training to customize the report.

Table 7. Report Generated through Performance Indicators

No. Performance Indicator

Monthly Report

P-1 Value of signed infrastructure feasibility and design contracts (for compact)

P-1.1 Value of signed infrastructure feasibility and design contracts (for project package)

P-2 Present disbursement of power infrastructure feasibility and design contracts (for compact)

P-2.1 Present disbursement of power infrastructure feasibility and design contracts (for project package)

A-1 Percent completion of Environmental and Social Management Systems

A-2 Number of environmental or social problems associated with the project reported and not yet resolved

(for compact)

A.2.1 Number of environmental or social problems associated with the project reported and not yet resolved

(specific project package)

A-3 Number of land transfers effected (for compact)

A-

3.1 Number of land transfers effected (for project package)

P-7 Transmission line upgraded or built (for compact)

P-7.1 Transmission line upgraded or built (for project package)

P-7.2 Number of tower foundations constructed

P-7.3 Number of towers constructed

A-5 Area of land acquired

Quarterly Report

P-3 Value of signed power infrastructure construction contracts

P-4 Present disbursement of power infrastructure construction contracts

P-5 Temporary employment generated by power infrastructure construction

P-8 Transmission throughput capacity added

P-9 Transmission substation capacity added

P-9.1 Length of entry road constructed

P-9.2 Transformers available at site

P-9.3 Breakers and isolators available at site

P-9.4 Switchgear panels available at site

A-4 No. of transmission substations upgraded

A-6 Number of capacity building programs

A-7 Capacity Utilization Factor of a Transmission Line

PC-3 Change in System Average Interruption Duration Index (SAIDI)

PC-4 Change in System Average Interruption Frequency Index (SAIFI)



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Table 7. Report Generated through Performance Indicators

No. Performance Indicator

P-18 Transmission system technical losses (%)

Yearly

PC-1 Increase in Energy Consumed per Unit of Capita

PC-2 Alleviation of Electricity Shortage (load shedding)

PC-5 Percent Households Electrified

PC-6 Increase in power flow (import and export) from neighboring countries.



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6. Resource Requirements

To effectively practice monitoring and evaluation, resources will be needed. The resource

requirement for monitoring and evaluation can be segregated in three broad parts:

1. Manpower

2. Infrastructure

3. Capacity Building.

Manpower: We recommend a team of two full-time persons who will manage the monitoring and

evaluation activities during the entire compact period. They can be recruited in first quarter in which

the compact comes into force.

M&E Specialist: We propose a full-time Monitoring and Evaluation Specialist at the MCA level who

will manage all M&E activities and will be responsible for detailed design, implementation,

coordination with SCADA and operation of the MIS system.

M&E Support: To assist the M&E Specialist with such work as the installation, availability and

operation of a web-based window on the laptop/desk top of the Package Managers. He/she will

follow day-to-day operational guidance to enter data as per requirements and in a timely fashion.

This individual will report directly report to the M&E Specialist. The engagement cost of these two

resources is estimated in the Table 8.

LOE Calculation:

Total man day input in one month – 26 days (considering one day off in a week)

Total man day input in one year – 312 days (26 days*12 months)

Total vacations and holidays in one year – 45 days

Effective man day input in one year – 267 days (312 days – 45 days)

Effective man day input in five years – 1335 days (267 days * 5 years)

Number of Trips:

Quarter 2 (Year 1) –

M&E Specialist – 8 trips (two trips per package)

Assistant M&E Specialist – 12 trips (one trips per package per month)

Total – 20 trips

Quarter 3 (year 1) –

M&E Specialist – 04 trips

Assistant M&E Specialist – 08trips

Total – 12 trips

Rest of the Compact Period

M&E Specialist – 09 trips (one trip per six month)

Assistant M&E Specialist – 18 trips (one trip per quarter)

Total – 27 trips



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M&E Infrastructure: To monitor the performance indicators, infrastructure will be a critical

component. We propose MIS software that can be developed by any software developers. However,

in order to keep costs low, we suggest using “gold class” subcontractors of big IT firms such as IBM.

They will develop software for the PIs, data flow and measurement architecture specified in the

sections above. This software will be installed in a central database and can be accessed through a

web-based window by MCA Package Managers. The central database will be connected with SCADA

for the flow of required data. The connectivity of SCADA with the central database will be in the

scope of the MIS software development. Here, we have assumed all MCA staff and Package

Manager will be provided with laptop/desk top and internet facility. The cost of this infrastructure is

estimated in Table 8.

Capacity Building: To familiarize the monitoring and evaluation staff, there will be a need for a

capacity building program so that the manpower involved in project execution can effectively

support the M&E activity and can make the best use of it for project progress. We propose to

provide detailed MIS software and operational training to the M&E Specialist and M&E Support. This

training will include changes in PIs and customization of reports and their frequency. One round of

on-site operational training will be provided by the MIS software developer. Subsequently, it will be

provided by the M&E Specialist and his support staff as and when needed.

Miscellaneous Activities: We propose that 10% of the estimated budget be dedicated as additional

funds for miscellaneous activities.

The estimated cost of the Monitoring and Evaluation Components is shown in Table 8.

Table 8. M&E Budget

Sl. No. Name of the Component No of Units Unit Cost (USD) Total Cost

(USD)

Manpower

1 M&E Specialist 1335 320 USD/day 337,920

2 M&E Support 1335 200 USD/day 267,000

3 Travel Cost 59 200 USD/trip 11,800

Infrastructure

4 MIS Software Development 1 25,000 25,000

7 O&M Annual charge 4 1,250 5,000

Capacity Building

9 Capacity Building Lump sum 5,000 5,000

Estimated Cost 651,720

10 Miscellaneous 5% - 32,586

M&E Cost 684,306

1320 North Courthouse Road, Suite 600 Arlington, VA 22201

Tel 703.387.2100, Fax 703.243.0953

For Information/Clarifications David Keith – [email protected] – +1-7033802582

Rakesh Kumar Goyal – [email protected] – +91-9871055119

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